New managers are often tempted to hold onto the work that keeps them close to their team's everyday operations. But now that you have a wider set of responsibilities, you need to be discerning about your time and selective about the tasks you take on. Carefully assess every demand that comes your way, and ask whether it aligns with your highest-value contributions. To those requests that draw on your particular talents, say yes and carve out the necessary time and attention. To those that don't align but are important, identify other people on your team who can take them on: "Yes, we can do that, but Tomoko on my team will be the main contact." You can still consult on, motivate, and lead your team's work — but you should be a catalyst, not the one doing the heavy lifting.
Adapted from "To Be a Great Leader, You Have to Learn How to Delegate Well," by Jesse Sostrin
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